Erstwhile, men were considered as the family breadwinners and women as the homemakers. These assumptions were deep seated and were still considered as apposite even some decades ago (Allard, Haas and Hwang, 2011) and were fostered by renowned scholars that found that work and family life could be regarded as separate spheres (Kanter, 1977). Yet, it is widely accepted that work and family life influence each other in both directions (Frone, Russell and Cooper, 1992), that spill over happens between the spheres (Boles, Johnston and Hair, 1997), and that the spheres either overlap or interact with each other (Barnett, 1999). Moreover, the research to date has tended to focus on the mothers and fathers having the same requirements to balance their work and family needs in their daily lives (Van der Lippe, Jager and Kops, 2006). Although, there have been seen substantial changes in gender equality on the labour market, there is still a gender gap prevailing in wages and women’s representation in positions with responsibility (Vandeweyer and Glorieux, 2008; Wilton and Purcell, 2010). Albeit, men perform more housework and childcare than they did in the past, the dispersal of paid and unpaid work is still strongly genderbased (Gershuny, Bittman and Brice, 2005; Sayer, 2005). Further, men tend to work longer hours, have more prestigious positions in companies and earn more money than women do which leads to the result that men and women have different economic
opportunities and constraints (Wilton, 2007).
Table of Contents
1. INTRODUCTION
2. DETERMINE KEY TERMINOLOGY
2.1 ORGANISATION’S CULTURE AND STRUCTURE
2.2 WORK-FAMILY CONFLICT
2.3 FAMILY FRIENDLY POLICIES
3. LEGAL SITUATION IN THE UNITED KINGDOM
4. FAMILY FRIENDLY POLICIES IN ORGANISATIONS
4.1 ACCEPTANCE OF FAMILY FRIENDLY POLICIES BY EMPLOYEES
4.2 OBSTACLE TO FUNDAMENTAL CHANGE WITHIN ORGANISATIONS
5. POTENTIAL METHODS OF RESOLUTION
6. CONCLUSION
Objectives and Research Themes
The primary objective of this paper is to critically assess whether the implementation of Family Friendly Policies (FFP) actually challenges existing organisational structures and cultures, or if these initiatives remain superficial measures. It examines the tension between professional requirements and family responsibilities, specifically investigating whether corporate environments are genuinely evolving or merely maintaining traditional, gendered work patterns.
- Evolution of work-life balance and the shift in gendered roles within the workforce.
- Definitions and theoretical frameworks regarding organisational culture and work-family conflict.
- The impact of legal frameworks, such as the Equality Act 2010, on workplace practices in the UK.
- Barriers to change, including the "ideal worker type" and the sense of employee entitlement.
- Strategies for overcoming cultural resistance to enable effective and equitable working environments.
Excerpt from the Book
2.1 ORGANISATION’S CULTURE AND STRUCTURE
One of the most significant academics in the field of analysing culture in a broader sense and also analyzing organisation’s culture is Geert Hofstede. He defines culture as “the collective programming of the mind which distinguishes the members of one group or category of people from another” (Hofstede, 1991, p.262). Furthermore, he sets forth by saying that Culture is learned and won’t be inherited. As management and organisation operate in a distinct area and it is about people, they have to deal with the culture of the society where it takes place. The core element in culture is value. Hofstede describes value as "broad tendencies to prefer certain states of affairs over others” (2007, p.413). The key problem with Hofstede’s explanation is that culture is something that is not easily exchangeable but as the emphasis is on values, companies can strive to create an atmosphere where an high extend of moral and ethics values are much appreciated. Lewis and Taylor (1996, p. 112), however, describe the organisational cultures as “grounded in deep-seated believes about gender, the nature of work and the ideal employee, which reflect societal norms and are often implicit or even unconscious and are therefore difficult to challenge”.
Both scholars emphasised the fact that culture is hard to challenge because culture is deep ingrained in people’s believes and therefore organisations who tend to change corporate culture are faced enormous resilience within companies. Take for example the prevailing opinion in corporations that working long hours proves employee’s commitment. This can be characterised as a corporate culture, which at the same time creates conflict for employees that have to balance work and family (Lewis, 1997). To circumvent these suppositions, corporations need to make huge efforts in order to create a culture that accepts and values colleagues that balance family and work and that these groups are limited in respect to working long hours.
Summary of Chapters
1. INTRODUCTION: Discusses the historical shift in gender roles and the increasing necessity for organisations to reconcile work and family life.
2. DETERMINE KEY TERMINOLOGY: Defines core concepts including organisational culture, the "ideal worker type," and the nature of work-family conflict.
3. LEGAL SITUATION IN THE UNITED KINGDOM: Analyzes how the Equality Act 2010 and other legislative measures provide a foundation for challenging work-life imbalances.
4. FAMILY FRIENDLY POLICIES IN ORGANISATIONS: Examines employee perceptions of policies and the deep-seated barriers preventing fundamental corporate change.
5. POTENTIAL METHODS OF RESOLUTION: Proposes strategies for questioning traditional work models and fostering transformational learning in organisations.
6. CONCLUSION: Synthesizes findings, concluding that while FFP are emerging, they have yet to fundamentally transform deep-seated corporate cultures.
Keywords
Family Friendly Policies, FFP, Work-Family Conflict, Organisational Culture, Gender Roles, Equality Act 2010, Ideal Worker Type, Employee Entitlement, Corporate Change, Work-Life Balance, Gender Equity, Management Strategy, Labour Market, Personnel Retention, Organisational Structure.
Frequently Asked Questions
What is the primary focus of this paper?
The paper explores whether Family Friendly Policies (FFP) genuinely transform corporate structures and cultures or if they remain merely cosmetic changes in the workplace.
What are the central themes discussed?
The themes include the definition of organisational culture, the impact of gendered work ideologies, the role of legislation in the UK, and the psychological barriers employees face when requesting flexibility.
What is the core research question?
The research asks if existing FFP are fundamentally challenging organisational structures and cultures, or if such policies are simply "playing about at the margins."
Which research methodology is employed?
The paper utilizes a literature-based analysis, synthesizing existing academic theories and empirical studies to evaluate the effectiveness and implementation of family-friendly practices.
What topics are covered in the main body?
The main body examines terminology, the UK legal landscape, barriers to implementation like the "ideal worker type," and potential solutions for fostering a more supportive and equitable organisational climate.
Which keywords best describe this study?
Key terms include Family Friendly Policies, Work-Family Conflict, Organisational Culture, Gender Equity, and Corporate Change.
How does the "ideal worker type" affect employees?
It creates a gendered construction of competence that values long working hours, often discriminating against employees who prioritize family needs and leading to potential career disadvantages.
Why is a "sense of entitlement" important for organizational change?
According to the research, a sense of entitlement enables employees to confidently voice their need for flexible working practices, which is a prerequisite for moving beyond rigid corporate traditions.
- Citar trabajo
- Sebastian Kress (Autor), 2012, Are Familiy Friendly Policies (FFP) a challenge for organisational structures or just a 'play around the margins'?, Múnich, GRIN Verlag, https://www.grin.com/document/192531
